2020 Local Labour Market Plan

Acknowledgements

The Four County Labour Market Planning Board (Planning Board) is a community-directed, not-for-profit organization that specializes in providing labour market information for Bruce, Grey, Huron, and Perth counties. This report reflects input received from local employers and residents regarding the labour market situation in the four county area. Funded by the Ministry of Labour, Training and Skills Development, the Planning Board is very grateful for all the support we received during the past fiscal year. We also want to express our special thanks to dedicated employment services providers and our Planning Board directors and staff who continually contribute to the long-term sustainable workforce development initiatives in Bruce, Grey, Huron and Perth counties. Four County Labour Market Planning Board Directors and Staff Business: Andrew Coghlin (Treasurer), Meredith Forget, Shirley Keaveney (Co-Chair), Gail Walden, Chirs Watson (Secretary) Labour: Hazel Pratt-Paige, Dave Trumble (Co-Chair) Equity: Waleed Aslam, Rozella Johnston, Emily Morrison, Adrienne Robinson, Andy Swan Educator/Trainer: Kathy Sebastian Executive Director: Gemma Mendez-Smith Ministry Contact: Kelli Wright Staff: Melissa Avedesian, Dayna Becker, Dianne Harrison, Sharon Kerr, Jordan Meisel, Jen Murray, Sarah Pelton, Dana Soucie, Tingting Zhang We would also like to express our appreciation to the employers and residents that participated in surveys to share their experiences and insights into the regional labour market. This publication was prepared by Tingting Zhang. The material contained in this report is drawn from a variety of sources considered to be reliable. We make no representation or warranty, explicit or implied, as to its accuracy or completeness. In providing this material, the Planning Board does not assume any responsibility or liability. The views expressed in this document do not necessarily reflect those of the Government of .

Government of and the Government of Ontario.

This work would not have been possible without the financial support of the Ministry of Labour, Training and Skills Development. Four County Labour Market Planning Board

2020 Local Labour Market Plan 1

Table of Contents

Acknowledgements...... 1 Purpose...... 4 Data ...... 4 LLMP Strategic Direction ...... 5 Overview of the 2019 Labour Market...... 7 Persistent Issues in the Region...... 7 Highlights from EmployerOne 2019...... 11 Employment Ontario Program Data Observations. . . . . 12 County Level Data...... 21 Action Plan Update 2019 – 2020...... 29 Long Range Action Items...... 31 References ...... 33 Appendix A...... 33 Four County Labour Market Planning Board

2020 Local Labour Market Plan 3 Purpose

The purpose of the Local Labour Market Plan (LLMP) is to identify significant labour market issues in the four county area and set a strategic direction that addresses these issues and puts forth actions that will help improve identified labour market challenges. The outcome of the LLMP and its resulting initiatives is intended to support local residents who are looking for work in the job market, to help employees remain employed, and to assist employers with better access to the labour pool to be competitive in the global market.

Data

The 2019-2020 LLMP uses both primary and secondary data to provide evidence and information for the community. The various sources that have been used in this document include: ■ Labour Force Survey data ■ Employment Ontario Program data ■ Employer Consultations (including EmployerOne data) ■ Canadian Business Count data ■ Taxfiler data ■ Custom Census data From the above data sources, this report uses the most current data available from 2019 while in some instances data from 2016 is the most current available. The LLMP focuses on Bruce, Grey County, Huron and Perth counties, which comprises the Stratford- Economic Region. Four County Labour Market Planning Board

4 2020 Local Labour Market Plan LLMP Strategic Direction

To address the shortage of working people in the local area, one needs to look at the issue from both demand and supply sides, internally and externally. With a low unemployment rate, the four county area is lacking available people to work for local businesses. From local employers’ feedback, the number of applicants for their job vacancies remains the top challenge. Since the labour force participation rate in the region is at 64.6 percent that is similar to the Ontario average at 65.1 percent, the room to attract more locals to join the labour force is limited. If the region plans to attract more people to move to the four county area and work, it may need to compete with other economic regions or cities who face the same challenge. Also, people who are willing to migrate for work not only look at the job conditions, but also living standards such as housing, transportation, and social support services. In order to increase the attractiveness of the four county area, it takes sustained time and effort to create the best possible working and living conditions. For these reasons, the main focus of this LLMP is on internal labour force development while at the same time planning for the long-term of external labour force attraction. From the supply side, the supply and quality of the workforce can be improved in different ways. First, even though the labour force participation rate of people aged 15-24 years old is higher than the provincial level, the four county area lost more of these youth to other economic regions than it attracted. Second, lack of motivation and lack of qualifications remain the top challenges for local employers with vacant positions. Therefore, it is necessary to improve local workers’ competencies such as work ethic, self-motivation and teamwork. Additional opportunities to increase the supply and quality of the labour force focusing on local residents are shown below. The Unemployed The unemployment rate was 4.3 percent in 2019, which increased a little compared to the previous year, implying that there are still 6,900 people unemployed in the local region. These unemployed people may face different obstacles including education, experience and skill levels, so there is a need for this potential labour force to be matched to suitable positions or be involved in skills upgrading. Among all ages, the unemployment rate for youth aged between 15 and 24 years old is the highest at 9.1 percent, a 3.7 percent increase compared to 2018. Even though this is lower than the provincial rate, there is still room to improve this youth unemployment situation as many employers are seeking available employees in the region. Moreover, unemployed people who have lower skill levels require extra attention in the four county area. Many lower skill level jobs remain unfilled in Bruce, Grey, Huron, and Perth counties. Although Employment Ontario and other programs have been working on this issue, local statistics still show that lower skill level occupations are the hardest to fill. According to the 2019 EmployerOne survey, the top hard-to-fill positions were labourers, drivers, and sales representatives. Therefore, jobs with lower skill levels require special

attention to be filled. Four County Labour Market Planning Board

2020 Local Labour Market Plan 5 Employee Retention According to the 2019 EmployerOne survey, 71 percent of employers reported separations during the previous year. More than half came from quits and dismissals. While such separations can be costly and inconvenient to both employers and employees, more efforts are needed to improve employee retention. The reasons for quits (51 percent) can be employees’ dissatisfaction with current positions or their pursuit of better employment opportunities. Both require a greater understanding of employees’ workplace needs, career aspirations, values of work, etc. For example, the 2016 Deloitte Millennial Strategy finds that millennials value work that “provides services and goods that make a positive difference to people’s lives, good work/life balance, opportunities to progress and flexibility (i.e. remote working, flexible hours) (p. 20).” Each generation may have different values towards work. Therefore, it is important to know their needs and values in order to match them to the right positions. The 2018 Employee Survey identified key reasons for which individuals in our region are choosing to stay in or leave jobs. The data was analyzed according to age, with youth (29 years old and younger) identifying insufficient hours and unpredictable scheduling more frequently than middle aged and older workers. Workers of all ages identified being treated with respect in the workplace, having positive relationships with coworkers, and feeling work is valued as the most important components of workplace satisfaction. (http://www.planningboard.ca/reports/5725.html) The reasons for dismissals (15 percent), on the other hand, are mainly due to employers’ dissatisfaction with their employees’ performance. As many employers reported the need for self-motivated, committed, and diligent workers, these are the areas of improvement for the current labour pool. Another kind of separation that requires extra attention is retirement. Among all separations, retirement accounts for 7 percent, namely, 531 cases. Even though an aging population has been a significant issue in the region, it is still necessary for employers to ensure retired people’s skills and experiences have passed on to the younger generations for future development. Four County Labour Market Planning Board

6 2020 Local Labour Market Plan Overview of the Labour Market in Bruce, Grey, Huron and Perth Counties

Over the past five years, employment has been slowly increasing until it reached the maximum at 155,800 in 2018 in the Stratford-Bruce Peninsula region. Then employment decreased to 154,600 in 2019, a 0.8 percent drop compared to 2018. This decrease was mainly driven by the loss of jobs that came from a significant shedding of full-time jobs, 5,400 net jobs decline, that could not be off-set by part-time hiring of 4,100 net workers. Therefore, increasing full-time work opportunities remains an issue in the region.

TABLE 1 Labour Force Characteristics (Stratford-Bruce Peninsula, Ontario) ■ Full-time Employment (x 1,000) ■ Part-time Employment (x 1,000) 160 140 29.8 33.9 120 30.7 32.1 30.1 100 80 60 40 20 114.3 113.4 118.9 126.1 120.7 0 2015 2016 2017 2018 2019 Source: . Table 14-10-0090-01 Labour force characteristics by province, territory and economic region, annual

Persistent Issues in the Region 1. Shrinking Labour Force From Table 2, we can clearly see a relatively stable trend of the labour force over the past five years in the region. Even though the labour force has increased to 161,800 in 2018, 2019 only experienced a slight decrease of 300. Therefore, the labour force did not change much in the last year. However, the composition of the labour force shows a different story. In 2019, the labour force aged 15-24 years old decreased by 6,600 while the 25-44 years old group increased by 7,500. This former change was opposite to the 2018 situation while the latter remained the same. This implies that the region needs to pay extra attention on youth employment. At the same time, the region needs to continue increasing the 25-44 age group of labour force as it has done in the last four years. Four County Labour Market Planning Board

2020 Local Labour Market Plan 7 TABLE 2 Labour Force (x 1,000) Stratford-Bruce Peninsula, 2015 - 2019 ■ 15-24 Years ■ 25-44 Years ■ 45-54 Years ■ 55-64 Years ■ 65 Years & Over 180

160 10.8 11.2 9.1 9.9 9.6 140 29.4 120 28.7 26.4 29.5 31.1 100 28.9 25.5 30.9 34.0 80 37.4 60 40 55.1 53.6 59.4 63.1 70.6 20 24.9 30.4 23.6 29.7 23.1 0 2015 2016 2017 2018 2019 Source: Statistics Canada. Table 14-10-0090-01 Labour force characteristics by province, territory and economic region, annual

2. High Labour Force Participation Rates Often times if there is a shortage of available working people in the market, there will be calls to increase labour force participation rates. This makes sense as it encourages people and helps them join the labour force. However, it may not apply to the situation in the Stratford-Bruce Peninsula Economic Region. The participation rate in the Stratford-Bruce Peninsula region has relatively increased to 65.2 percent in 2018; however, last year it experienced a slight decrease. The 2019 participation rate was 64.6 percent, which is very close to the Ontario average of 65.1 percent. If we look closely at the participation rate for each age cohort, then we can find that the regional participation rates across age cohorts are above or similar to provincial rates except for the age range of 55-64. This group of people are approaching their retirement age, so it is probably challenging to increase their labour participation rate. Moreover, the region has already had an older working population than Ontario as the participation rate of those aged 65 years and over was 18.3 percent in the region, a 3.1 percent higher rate than Ontario. In terms of the youth labour participation rate, 70.2 percent of people aged 15- 24 years old are participating in the region’s labour market, which is almost 9 percent higher than the Ontario average for the same age cohort. Therefore, the region’s labour market is more active than the provincial level already. The issue remains to be how to attract more workers to the region instead of increasing the labour participation rate. Even when the participation rate of the region looks appealing, if the overall labour force is shrinking, then the local market is still lacking available workers for employers. Four County Labour Market Planning Board

8 2020 Local Labour Market Plan TABLE 3 Labour Force Participation Rate Stratford-Bruce Peninsula, 2015 - 2019 66 65.2 64.6

64 63.2 62.6

PERCENTAGE 62.1 62

60 2017 2018 2015 2019 2016

Source: Statistics Canada. Table 14-10-0090-01 Labour force characteristics by province, territory and economic region, annual

TABLE 4 Participation Rates by Age Cohort Stratford-Bruce Peninsula & Ontario, 2019 Stratford-Bruce Peninsula Ontario 15 years and over 64.6 65.1 15-24 years 70.2 61.3 25-44 years 89.0 86.1 45-54 years 86.7 86.5 55-64 years 65.6 67.3 65 years and over 18.3 15.2

Source: Statistics Canada. Table 14-10-0090-01 Labour force characteristics by province, territory and economic region, annual

3. Low Unemployment Rate The unemployment rate has consistently gone down in the Stratford-Bruce Peninsula economic region and reached the lowest rate at 3.7 percent in 2018. In 2019, the unemployment rose slightly to 4.3 percent, but was still lower than the provincial rate. Such low unemployment rate implies that there are few available workers looking for work in the region. In other words, the labour resources are very scarce and in demand. This low unemployment rate situation has been persistent in the region for many years without even mentioning that it has always been lower than the provincial level. Therefore, the region needs a robust change in its labour market, specifically motivating local people to work and stay in the region. Four County Labour Market Planning Board

2020 Local Labour Market Plan 9 TABLE 5 Unemployment Rate ■ Ontario ■ Stratford-Bruce Peninsula 10

8 7.3% 6.8% 6.5% 6.0% 6 5.7% 5.6% 4.8% 4.5% 4 4.3% 3.7% 2

0 2017 2018 2015 2019 2016

Source: Statistics Canada. Table 14-10-0090-01 Labour force characteristics by province, territory and economic region, annual

4. Aging Population Besides the issues mentioned above, the Stratford-Bruce Peninsula economic region also faces labour pressures due to an increasing level of retirements. The portion of workers aged over 55 in the labour force has increased to 26.4 percent in 2019. The total workers in this age range was 40,800, which was 5.2 percent higher than last year. With the increase rate of workers aged 15-24 years old at negative 25 percent, it is evident that the working population is experiencing a serious aging issue. This phenomenon clearly shows the urgent need of future qualified workers to replace nearly retired experienced workers. Even though workers aged 25-44 years old increased by 11 percent in 2019, a negative increase of youth employment will still threaten the availability of the labour pool. More importantly, relatively static employment growth with increasing workforce retirements will unavoidably reduce the workforce in the region. 5. Migration Characteristics Both inflows of people from other parts of Canada and outflows of people from the four county area can put upward pressure on the labour force. Between 2011 and 2016, the four counties attracted more new residents who joined the labour force than it lost. Therefore, the net gain of workers was positive, showing the capacity of the four county area to attract people from other regions (see migration analysis in each county section for more information). The biggest contributor to such net gain is people in the 25-44 age cohort. With an aging population, this age group of working people becomes important to the local labour supply as they would replace nearly retired workers in the next decade. However, the 15-24 age cohort was the only cohort to experience a net loss. A net loss in this age group is not unusual in the area as it has few local post-secondary institutions. The problem would be how to motivate them to come back and work in the four county area after graduation as they would be the mainstream workers in the next decade. Four County Labour Market Planning Board

10 2020 Local Labour Market Plan Highlights from EmployerOne 2019

The severe labour market issues that govern the Local Labour Market Plan clearly point to a high demand local labour market. In other words, there are limited workers for available jobs. Findings from the 2019 EmployerOne Survey reflect and reinforce this fact. Employers in the four county area are increasingly facing challenges in finding workers. The EmployerOne Survey was conducted for the fifth time in January 2019 in the four county area. In total, 499 businesses (representing 29,267 employees) completed the survey. Key findings are presented below: ■ Employers anticipated significant hiring throughout 2019, 80% of them planned to hire employees in 2019. ■ 72% of employers had difficulty filling at least one position in 2018. This is significantly higher than 59% of employers who reported this difficulty in 2017. Among employers surveyed, 37% of them indicated that they have spent over a year trying to fill hard-to- fill positions, which was 8 percent higher than last year’s result. ■ The top reasons that positions were hard to fill include: • Not enough applicants • Lack of motivation • Lack of qualifications ■ When employers were asked how they rate the availability of qualified workers in the four county area, 83% of them said fair or poor, which is a significantly higher proportion than previous four years. ■ 71% of employers reported at least one separation in 2018 (employee quit, retirement, layoff or dismissal); quits represented 51 percent of all separations. ■ Top 3 recruitment methods used in 2018 were word of mouth, online job boards, and company’s own internet site. ■ Top 3 training barriers reported by employers were cost, relevant training is not offered locally, and loss of productivity during training time. ■ Top hard-to-fill positions in 2018 were labourers, drivers, and sales representatives. Four County Labour Market Planning Board

2020 Local Labour Market Plan 11 Employment Ontario Data Observations

Employment Ontario (EO) provides different programs to help clients and learners get training, build skills or find a job, which is crucial in executing local labour market plans. This report uses the 2019 program data from the Ministry of Labour, Training and Skills Development to analyze EO’S six programs (see Table 6). From Table 6, it is clear that EO programs have served more clients in 2019 than the previous year. Even though the Canada Ontario Job Grant, Second Career, and Youth Job Connection programs all experienced declines in clients, the number of clients that the Employment Services and Apprenticeship programs served greatly offsets this decrease and results in an increase in total EO program use of 242 clients.

TABLE 6 Employment Ontario Data Observations ■ 2018/2019 ■ 2017/2018 ■ 2016/2017

4049 Employment Services 3879 4138

864 Apprenticeship 540 785

447 Job Grant 593 910

55 Second Career 102 114 ■ Clients 2018/2019

220 Total: 6361 Youth Job Connection 295 ■ Clients 2017/2018 288 Total: 6119 726 Literacy & Basic Skills 710 ■ Clients 2016/2017 974 Total: 7209

Source: 2019 Employment Ontario data

Employment Services Employment Services offers a range of resources and supports for the people who need help with their employment. Its clients increased to 4,049 over the 2018/2019 period, an increase of 170 compared to last year. This indicates that last year had more unemployed people coming to ask for help in the four county area. Among these clients, 48 percent were female and 52 percent were male.

TABLE 7 Number of Assisted Clients, Employment Services ■ 2018/2019 ■ 2017/2018 ■ 2016/2017

4049 3879 4138 Four County Labour Market Planning Board Source: 2019 Employment Ontario data

12 2020 Local Labour Market Plan In order to provide more insight about how the Employment Services program serves the local community, Table 9 shows the distribution of clients by age cohort. It is clear that clients aged 25-44 years old represent the main client group, containing 43 percentage of total clients. This finding aligns to the results of the Labour Force Survey as the highest unemployment is found in people aged 25-44 years old among all age groups. The more unemployment this group experiences, the more likely they will use Employment Services to find a job.

TABLE 8 Clients by Gender, Employment Service

Female Clients Male Clients 2018/2019 2018/2019 48% 52%

Source: 2019 Employment Ontario data

TABLE 9 Clients by Age Group, Employment Service ■ 15-24 Years - 949 Clients ■ 25-44 Years - 1729 Clients ■ 45-64 Years - 1273 Clients ■ 65 Years & Over - 96 Clients 2%

23% 31%

43%

Source: 2019 Employment Ontario data

Looking at the outcome of the Employment Service program see Table 10, 71 percent of clients served got employed while 11 percent of them were in education or training. It is clear that Employment Service program have successfully helped most unemployed people find a job or improve careers.

TABLE 10 Outcome at Exit Summary, Employment Services ■ Employed - 71% ■ In Education/Training - 11% ■ Other (Independent, Unable to Work, Volunteer) - 4% ■ Unemployed - 8% ■ Unknown - 6%

2889 456 149 313 242

Source: 2019 Employment Ontario data Four County Labour Market Planning Board

2020 Local Labour Market Plan 13 Apprenticeship The Apprenticeship program mainly supports people with training in skilled trades. The number of active apprentices increased to 2,229 in the 2018/2019 period, an increase of 841 compared to the previous year. Similarly, the number of new registrations, the number of certificates of apprenticeship issued, and the number of modular training registrations all increased in 2018/2019. While all of them showed a decrease in 2017/2018, these increases undoubtedly indicate a success and improvement of the Apprenticeship program in 2018/2019.

TABLE 11 Number of Clients, Apprenticeship ■ 2018/2019 ■ 2017/2018 ■ 2016/2017

864 New Registrations 540 785

2229 Active Apprentices 1388 1319

Certificate of 345 Apprenticeship Issued 175 251

Modular Training 311 Registrations 229 231

Source: 2019 Employment Ontario data

According to the EO data for Apprenticeship program, the average age of new registered apprentices is 26 years old. There are 54 percent of clients aged 15-24 years old, so Apprenticeship program tends to serve the youth more. This further explains why the four county area has a high labour force participation rate for this age group as unemployed youth are highly supported and served by EO programs, especially the Apprenticeship program.

TABLE 12 Clients by Age Group, Apprenticeship ■ 15-24 Years - 465 Clients ■ 25-44 Years - 366 Clients ■ 45-64 Years - 33 Clients ■ 65 Years & Over - 0 Clients

4%

42% 54%

Source: 2019 Employment Ontario data Four County Labour Market Planning Board

14 2020 Local Labour Market Plan TABLE 13 Clients by Gender, Apprenticeship

Female Clients Male Clients 2018/2019 2018/2019 19% 81%

Source: 2019 Employment Ontario data

With all clients, most of them were males while only 19 percent were female. There continues to be a gender imbalance in those undertaking apprenticeship training, suggesting that continued promotion of these occupations to women is essential. As new apprentices entered the Apprenticeship program, the top 10 trades they registered in 2018/2019 were similar to the top 10 in the previous years. They include:

TABLE 14 Top 10 Registered Trades, Apprenticeship General Carpenter 110 Electrician - Construction and Maintenance 102 Automotive Service Technician 94 Industrial Mechanic Millwright 75 Cook 67 Hairstylist 50 Plumber 48 Truck and Coach Technician 40 Child Development Practitioner 32 Welder 30

Source: 2019 Employment Ontario data

According to the In-demand Skilled Trades report (2020) conducted by the Planning Board, the hardest to fill occupations of skilled trades are listed in Appendix A. Nearly 11 percent of employers surveyed state that millwrights are the most difficult to fill occupations, followed by licensed technicians, licensed electricians, mechanical trades and professions, and welders. These positions aligned to the top 10 trades that new apprentices registered in the Apprenticeship program in 2018/2019, indicating a good match between the demand and supply of skilled trades workers in the four county area. However, the demand is still higher than the supply, requiring more efforts to solve the urgent need of those skilled trades positions. Four County Labour Market Planning Board

2020 Local Labour Market Plan 15 Job Grant The Canada-Ontario Job Grant (COJG) offers training grants to employers who would train their employees and improve their skillsets. The COJG is accessible to all sizes of businesses with short-term training needs. The 2018/2019 EO data shows that fewer employers participated this year (100) than the previous year (138). The participating employers with less than 50 employees were 68, comprising not even one percent of all employers in this size range in the four county area. Given the fact that many employers faced difficulty in finding available qualified workers, one would expect more employers to use COJG programs to get more funding on training. However, this is not true with the past three years trend. Strangely, the total number of employers who participated in COJG programs decreased in the last three years, from 174 in 2016/2017 to 100 in 2018/2019. Further analysis on the reason behind this is needed in order to know how to support and help local employers better in the future.

TABLE 15 Number of Employers, COJG ■ 2018/2019 ■ 2017/2018 ■ 2016/2017

100 138 174 Source: 2019 Employment Ontario data

TABLE 16 Number of COJG Employers Employee Size Range 2016/2017 2017/2018 2018/2019 Less than 50 133 100 68 50 - 150 25 25 22 151 - 300 - - - Total Number of 174 138 100 Employees

Source: 2019 Employment Ontario data

With a decline in the number of COJG participating employers, the number of participants also decreased from 593 in 2017/2018 to 447 in 2018/2019. Among these clients, 59 percent of them were males while 40 percent were female. After using COJG programs, 91.4 percent of employers reported an increase in trainee productivity. One hundred percent of employers stated that training met workforce needs, implying both the effectiveness and usefulness of COJG program.

TABLE 17 Outcome at Exit Summary, COJG Number of Clients: 447 100% 91.4% Increase in Training Met Trainee Productivity 91.4% Workforce Needs

Four County Labour Market Planning Board 100% Source: 2019 Employment Ontario data

16 2020 Local Labour Market Plan Table 19 demonstrates the composition of COJG clients by age cohort. It is clear that employees aged 45 years and over (26 percent of total clients) were under-represented as this age group accounts for 43 percent of total employment in the region. On the contrary, 16 percent of COJG clients were in the 15-24 age range, which is slightly higher than this age group’s participation rate in the economy. The COJG client base was skewed heavily to the age group of 25-44 years old. It represents 58 percent of all COJG clients while the same age group comprises 44 percent of the employed labour force. Such findings are not surprising as this group of employees are experienced and tend to have career commitment and loyalty, attracting employers to invest in them to improve productivity.

TABLE 18 Clients by Gender, COJG

Female Clients Male Clients 2018/2019 2018/2019 40% 59%

Source: 2019 Employment Ontario data

TABLE 19 Clients by Age Group, COJG ■ 15-24 Years - 70 Clients ■ 25-44 Years - 259 Clients ■ 45-64 Years - 117 Clients ■ 65 Years & Over - 0 Clients

16% 26%

58%

Source: 2019 Employment Ontario data Four County Labour Market Planning Board

2020 Local Labour Market Plan 17 Second Career Second Career is a service for laid-off unemployed workers with an aim to improve their skills and transition them into high-skilled, in-demand occupations in the local labour market. However, the number of Second Career clients decreased sharply from 102 in 2017/2018 to 55 in 2018/2019, almost a half of decrease compared to the previous year. The number of Second Career clients has been declining over the past 4 years. Both the number of male and female clients declined over the 2018/2019 time period, however females declined by a greater amount.

TABLE 20 Number of Clients, Second Career ■ 2018/2019 ■ 2017/2018 ■ 2016/2017

55 102 114

Source: 2019 Employment Ontario data

TABLE 21 Clients by Gender, Second Career ■ 2018/2019 ■ 2017/2018 ■ 2016/2017

32 51 65 23 51 49

Source: 2019 Employment Ontario data

Literacy and Basic Skills The Ontario Literacy and Basic Skills (LBS) program helps learners to develop and apply communication, numeracy, interpersonal and digital skills to achieve their goals such as transitioning to employment, postsecondary, or apprenticeship. The LBS program is free and available to all local residents. The number of LBS learners increased from 710 in 2017/2018 to 726 in 2018/2019. Among all clients, 58 percent of them were female while 41 percent were male. The LBS program is the only one out of six programs that has a higher female participation rate.

TABLE 22 Number of In-Person New Learners, Literacy & Basic Skills ■ 2018/2019 ■ 2017/2018 ■ 2016/2017

726 710 974

Source: 2019 Employment Ontario data Four County Labour Market Planning Board

18 2020 Local Labour Market Plan In all age groups, the highest proportion of clients were 25 to 44 years old, comprising 41 percent of all LBS clients. Yet only 32 percent of labour force is in this age group. The majority of the labour force in the four county area is people who are 45 years and older. However, only 25 percent of LBS clients fell into this age cohort. Such findings could imply that workers aged 25-44 years old tend to have a higher need for basic skills development.

TABLE 23 Clients by Gender, Literacy & Basic Skills

Female Clients Male Clients 2018/2019 2018/2019 58% 41%

Source: 2019 Employment Ontario data

TABLE 24 Clients by Age Group, Literacy & Basic Skills ■ 15-24 Years - 377 Clients ■ 25-44 Years - 449 Clients ■ 45-64 Years - 240 Clients ■ 65 Years & Over - 31 Clients 3%

22% 34%

41%

Source: 2019 Employment Ontario data

While people can easily connect lower literacy and basic skills with lower educational attainment, such correlation may remain true with the data. In 2018/2019, 76 percent of LBS clients have less than Grade 12 education or just completed secondary degree. The higher the educational attainment level is, the lower the amount of people requiring an LBS program will be.

TABLE 25 Clients by Educational Attainment, Literacy & Basic Skills ■ Less than Grade 9 - 87 Clients ■ Less than Grade 12 - 418 Clients ■ Completion of Secondary - 330 Clients ■ Certificate/Diploma - 136 ■ Certificate of Apprenticeship/Journey Person - 14 Clients ■ Applied/Associate/Bachelor Degree - 31 Clients ■ Post Graduate - 0 Clients ■ Other (Some Apprenticeship/College/Univeristy) - 72 Clients

8% 38% 30% 12% 1% 3% 7%

Source: 2019 Employment Ontario data Four County Labour Market Planning Board

2020 Local Labour Market Plan 19 Youth Job Connection The Youth Job Connection program provides youth aged 15 to 29 intensive supports to help them effectively solve barriers and find employment. The number of Youth Job Connection clients decreased from 295 in 2017/2018 to 220 in 2018/2019. This decrease was mainly driven by male clients as the number of female clients only declined by 8 persons. With respect to age, there is a decrease in clients aged 15-24 years old between 2017/2018 and 2018/2019, 244 and 167 respectively. While the unemployment rate for such age group was the highest at 9.1 percent in 2019, this suggests that Youth Job Connection is a needed service for youth in job search.

TABLE 26 Number of Clients, Youth Job Connection ■ 2018/2019 ■ 2017/2018 ■ 2016/2017

220 295 288

Source: 2019 Employment Ontario data

TABLE 27 Clients by Gender, Youth Job Connection ■ 2018/2019 ■ 2017/2018 ■ 2016/2017

116 181 166 101 109 121

Source: 2019 Employment Ontario data

TABLE 28 Clients by Age Group in Numbers, Youth Job Connection ■ 2018/2019 ■ 2017/2018 ■ 2016/2017

167 Ages 15-24 244 231

53 Ages 25-44 51 57

Source: 2019 Employment Ontario data

Similar to the result of LBS, clients who have less than a high school certificate were the majority of Youth Job Connection programs users. With a lower educational attainment and high unemployment rate, the Youth Job Connection program is important to youth and it should continually provide intensive help for youth to successfully find employment.

TABLE 29 Clients by Educational Attainment, Youth Job Connection ■ Less than Grade 9 - 12 Clients ■ Less than Grade 12 - 91 Clients ■ Completion of Secondary - 94 Clients ■ Certificate/Diploma - 11 Clients ■ Certificate of Apprenticeship/Journey Person - 0 Clients

5% 41%

Four County Labour Market Planning Board 43% 5%

Source: 2019 Employment Ontario data 20 2020 Local Labour Market Plan

Between 2011 and 2016, Bruce county attracted 4,615 new residents who joined the labour force, while losing 3,805 working people at the same time. This migration change resulted in a net gain of 810 workers to Bruce county.

TABLE 30 Number of Movers, Bruce County (2011 to 2016) Moved to Moved Away From Bruce Net Bruce County Bruce County Gain/Loss Labour Force 15+ 4,615 3,805 810 Source: Statistics Canada, 2016 Census Custom Tabulation

The biggest contributor to such net gain is people in the 25-44 age cohort. With an aging population, this age group of working people becomes important to Bruce’s labor supply as they would replace nearly retired workers in the next decade. However, the 15-24 age cohort was the only cohort to experience a net loss, at 395 people. A net loss in this age group is not unusual in the area as it has few local post-secondary institutions. The problem would be how to motivate them to come back and work in Bruce after graduation.

TABLE 31 Movers by Age Cohort, Bruce County (2011 to 2016) Moved to Moved Away From Bruce Net Bruce County Bruce County Gain/Loss 15 to 24 Years 505 900 (395) 25 to 44 Years 2,470 1,895 575 45 to 54 Years 705 455 250 55 years & older 935 555 380 Total 15+ 4,615 3,805 810 Source: Statistics Canada, 2016 Census Custom Tabulation

The majority of people moving to and away from Bruce held a College certificate or diploma. The greatest net gain of people, however, was those who held a University certificate, diploma or degree at a bachelor level or above. This reflects an increase in the educational skill level of Bruce’s labour force. Overall, Bruce County attracted more than 100 people in the labour force from 12 different Ontario Census Divisions (CDs) and lost more than 100 people in the labour force to 9 different Ontario CDs. Four County Labour Market Planning Board

2020 Local Labour Market Plan 21 TABLE 32 Movers by Educational Attainment, Bruce County (2011 to 2016) Educational Attainment Moved to Moved Away From Bruce Net Bruce County Bruce County Gain/Loss No certificate, diploma or degree 430 435 (5) High school certificate or equiv. 1,120 1,000 120 Apprenticeship or trades 390 235 155 certificate or diploma College, CEGEP or other non- 1,470 1,345 125 university certificate or diploma University certificate or diploma 105 65 40 below bachelor level University certificate, diploma or 1,120 725 395 Degree at bachelor level or above Total 4,625 3,800 825 Source: Statistics Canada, 2016 Census Custom Tabulation

The total number of businesses in Bruce county decreased from 7,082 in 2017/2018 to 6,585 in 2018/2019, which is mostly driven by a decrease of owner operated businesses. The majority of businesses in Bruce county are owner operated as well, followed by businesses with 1 to 4 employees. There are only 26 businesses that have 100 or more employees, an increase of 3 compared to the previous year.

TABLE 33 Number of Businesses, Bruce County: June 2019 Employee Size Range Number of Percent of Total Businesses 0 4707 71% 1- 4 1045 16% 5- 9 400 6% 10 - 19 232 4% 20 - 49 143 2% 50 - 99 32 <1% 100+ 26 <1% Total 6585 100% Source: 2019 Canadian Business Counts Four County Labour Market Planning Board

22 2020 Local Labour Market Plan Grey County

With regards to migration, Grey county attracted 7,080 new residents who were in the labour force between 2011 and 2016, while losing 5,855 people at the same time. This migration change resulted in a net gain of 1,225 workers to Grey county, which is the highest among all four counties. Therefore, Grey county demonstrated its high ability to attract and retain people that are outside of its area.

TABLE 34 Number of Movers, Grey County (2011 to 2016) Moved to Moved Away From Grey Net Grey County Grey County Gain/Loss Labour Force 15+ 7,080 5,855 1,255 Source: Statistics Canada, 2016 Census Custom Tabulation

The 25 to 44 age cohort accounts for the majority of migrants in Grey county and this age group of people also contributed the greatest net gain to Grey’s labour force. This works well for Grey county’s labour supply as the 25-44 age cohort also has the highest participation rate. The 15 to 24 age cohort was the only age group experiencing a net loss, at 390 people. A net loss in this age group is not uncommon in areas like Grey that have few local post-secondary institutions to retain youth.

TABLE 35 Movers by Age Cohort, Grey County (2011 to 2016) Moved to Moved Away From Grey Net Grey County Grey County Gain/Loss 15 to 24 years 1,020 1,410 (390) 25 to 44 years 3,340 2,630 710 45 to 54 years 1,270 870 400 55 years and older 1,455 950 505 Total 15+ 7,080 5,855 1,225 Source: Statistics Canada, 2016 Census Custom Tabulation

The majority of people moving to Grey held a College certificate or diploma, but the majority moving away from Grey held a High school certificate or equivalent. The greatest net gain of people, however, was among those who held a University certificate, diploma or degree at a bachelor level or above. This shows an increase in the educational skill level of Grey’s labour force. Overall, Grey county attracted more than 100 people in the labour force from 13 different Ontario CDs and lost more than 100 people in the labour force to 13 different Ontario CDs. Four County Labour Market Planning Board

2020 Local Labour Market Plan 23 TABLE 36 Movers by Educational Attainment, Grey County (2011 to 2016) Educational Attainment Moved to Moved Away From Grey Net Grey County Grey County Gain/Loss No certificate, diploma or degree 1,115 710 405 High school certificate or equiv. 1,705 1,830 (125) Apprenticeship or trades 485 440 45 certificate or diploma College, CEGEP or other non- 2,005 1,785 220 university certificate or diploma University certificate or diploma 90 75 15 below bachelor level University certificate, diploma or 1,690 1,010 680 Degree at bachelor level or above Total 7,080 5,855 1,225 Source: Statistics Canada, 2016 Census Custom Tabulation

Grey county also saw a decline of owner operated businesses. The total number of businesses in Grey county decreased from 12,602 in 2017/2018 to 11,709 in 2018/2019, which is mainly driven by a decrease of owner operated businesses. The majority of businesses are still owner operated, followed by businesses with 1 to 4 employees. There are 67 business with 100 or more employees, an increase of 2 compared to the previous year.

TABLE 37 Number of Businesses, Grey County: June 2019 Employee Size Range Number of Percent of Total Businesses 0 8127 69% 1- 4 1997 17% 5- 9 772 7% 10 - 19 437 4% 20 - 49 247 2% 50 - 99 62 1% 100+ 67 1% Total 11709 100% Source: 2019 Canadian Business Counts Four County Labour Market Planning Board

24 2020 Local Labour Market Plan Huron County

With respect to movers in the labour force, Huron county attracted 3,490 new residents while losing 3,440 between 2011 and 2016. This migration change resulted in a net gain of just 50 workers.

TABLE 38 Number of Movers, Huron County (2011 to 2016) Moved to Moved Away From Huron Net Huron County Huron County Gain/Loss Labour Force 15+ 3,490 3,440 50 Source: Statistics Canada, 2016 Census Custom Tabulation

The 25 to 44 age cohort accounts for the majority of movers both in to and out of Huron. Yet the greatest net gain was in workers aged 55 years and older. Since this age group’s labour force participation rate will decline as they approach retirement age, the benefit of having these workers migrate to Huron may not last long. The 15 to 24 age cohort was again the only age group to experience a net loss, at 320 people. A net loss in this age group is not uncommon as Huron has few local post-secondary institutions.

TABLE 39 Movers by Age Cohort, Huron County (2011 to 2016) Moved to Moved Away From Huron Net Huron County Huron County Gain/Loss 15 to 24 years 490 810 (320) 25 to 44 years 1,770 1,730 40 45 to 54 years 565 455 110 55 years and older 665 445 220 Total 15+ 3,490 3,440 50 Source: Statistics Canada, 2016 Census Custom Tabulation

The majority of people moving to and away from Huron held a College certificate or diploma. The greatest net gain of people though, was among those who did not hold a certificate, diploma or degree. The greatest net loss of workers was among people who held a University certificate, diploma or degree at a bachelor level or above. This indicates a decrease in the educational skill level of Huron’s labour force. In other words, its skilled and educated people were outflowing to other places. Overall, Huron county attracted more than 100 people in the labour force from seven different Ontario CDs and lost more than 100 people in the labour force to eight different Ontario CDs. Four County Labour Market Planning Board

2020 Local Labour Market Plan 25 TABLE 40 Movers by Educational Attainment, Huron County (2011 to 2016) Educational Attainment Moved to Moved Away From Huron Net Huron County Huron County Gain/Loss No certificate, diploma or degree 515 370 145 High school certificate or equiv. 935 990 (55) Apprenticeship or trades 350 325 25 certificate or diploma College, CEGEP or other non- 1,045 1,045 0 university certificate or diploma University certificate or diploma 90 45 45 below bachelor level University certificate, diploma or 580 660 (80) Degree at bachelor level or above Total 3,490 3,440 50 Source: Statistics Canada, 2016 Census Custom Tabulation

Huron county, unsurprisingly, also faced a decrease in owner operated businesses. The total number of businesses decreased from 10,911 in 2017/2018 to 9,691 in 2018/2019, which is mainly driven by a decrease of owner operated businesses. The majority of businesses are owner operated, representing 74 percent of total businesses in Huron. There are 43 businesses with 100 or more employees, an increase of 7 businesses in this size compared to the previous year. While having more large businesses means more competition towards local small businesses, such businesses can also provide more working opportunities for local people.

TABLE 41 Number of Businesses, Huron County: June 2019 Employee Size Range Number of Percent of Total Businesses 0 7174 74% 1- 4 1333 14% 5- 9 510 5% 10 - 19 383 4% 20 - 49 198 2% 50 - 99 50 1% 100+ 43 >1% Total 9691 100% Source: 2019 Canadian Business Counts Four County Labour Market Planning Board

26 2020 Local Labour Market Plan Perth County

With respect to movers in the labour force, Perth county attracted 5,150 people while losing 4,955 between 2011 and 2016. This migration change resulted in a net gain of 195 workers.

TABLE 42 Number of Movers, Perth County (2011 to 2016) Moved to Moved Away From Perth Net Perth County Perth County Gain/Loss Labour Force 15+ 5,150 4,955 195 Source: Statistics Canada, 2016 Census Custom Tabulation

The 25 to 44 age cohort accounts for the majority of movers both in to and out of Perth and also contributes the greatest net gain to Perth’s labour force. Since this age cohort also has the highest participation rate, this bodes well for Perth county’s labour supply. The 15 to 24 and 55 years and over cohorts both experienced a net loss of people in the labour force.

TABLE 43 Movers by Age Cohort, Perth County (2011 to 2016) Moved to Moved Away From Perth Net Perth County Perth County Gain/Loss 15 to 24 years 855 1,105 (250) 25 to 44 years 2,940 2,505 435 45 to 54 years 740 670 70 55 years and older 615 675 (60) Total 15+ 5,150 4,955 195 Source: Statistics Canada, 2016 Census Custom Tabulation

The majority of people moving to Perth held a College certificate or diploma. The majority of people who moved away held a High school certificate or equivalent. The greatest net gain of people in the labour force was among those who held a College certificate or diploma. Perth also experienced a net loss of 100 people in the labour force among those who held Apprenticeship or trades certificates. Therefore, Perth needs to pay extra attention on how to retain qualified workers in its county. Overall, Perth county attracted more than 100 people in the labour force from 10 different Ontario CDs and lost more than 100 people in the labour force to eight different Ontario CDs. Four County Labour Market Planning Board

2020 Local Labour Market Plan 27 TABLE 44 Movers by Educational Attainment, Perth County (2011 to 2016) Educational Attainment Moved to Moved Away From Perth Net Perth County Perth County Gain/Loss No certificate, diploma or degree 740 700 40 High school certificate or equiv. 1,330 1,420 (90) Apprenticeship or trades 275 375 (100) certificate or diploma College, CEGEP or other non- 1,575 1,350 225 university certificate or diploma University certificate or diploma 105 30 75 below bachelor level University certificate, diploma or 1,130 1,085 45 Degree at bachelor level or above Total 5,150 4,955 195 Source: Statistics Canada, 2016 Census Custom Tabulation

Similar to other counties, Perth county also experienced a decrease in the total number of businesses. There were 9,691 businesses in 2018/2019 compared to 10,911 in 2017/2018. The majority of businesses are owner operated, followed by businesses with 1 to 4 employees. There are 65 businesses with 100 or more employees, an increase of only one such size business compared to the previous year.

TABLE 45 Number of Businesses, Perth County: June 2019 Employee Size Range Number of Percent of Total Businesses 0 6524 70% 1- 4 1367 15% 5- 9 582 6% 10 - 19 405 4% 20 - 49 254 3% 50 - 99 88 1% 100+ 65 1% Total 9285 100% Source: 2019 Canadian Business Counts Four County Labour Market Planning Board

28 2020 Local Labour Market Plan Action Plan Update 2018-19

EmployerOne Survey GOALS ACTIVITIES ■ Conduct the annual EmployerOne Survey within a ■ Distribute the electronic survey throughout Bruce, broad community partnership to gain demand-side Grey, Huron, Perth counties in January 2019 local Labour Market Information ■ Use our contacts and partner networks to reach the ■ Use the standard survey tool to allow for greatest number of employers comparison with other geographical areas ■ Build on our marketing plan to advertise and use social media to increase employer participation ■ 436 employers completed the full survey ■ Final Report and 6 Local Lens distributed Lead Staff: Sarah Pelton Current Status: Completed

Employee Retention Survey GOALS ACTIVITIES ■ Conduct a survey within the broad community to ■ Deploy the employee survey in July, 2018 gain supply-side local Labour Market Information ■ Use local EO providers to reach the greatest ■ Use the information collected to help determine the number of responses disconnect between demand and supply of labour ■ Build on our marketing plan to use social media to engage participants ■ 758 people completed the survey ■ Final Report posted to website and distributed. Lead Staff: Sarah Pelton Current Status: Completed

Hospitality and Tourism Career Map GOALS ACTIVITIES ■ Increase students’ awareness of interesting and ■ Gather information for career map rewarding careers in hospitality and tourism ■ Hospitality and Tourism employers to vet ■ Disseminate a career map to help job seekers information understand and plan their career within hospitality ■ Finalize map and great graphic layout and tourism ■ Distribute map via website and social media Lead Staff: Claire Tian Current Status: Completed

Top Soft Skills by Sector GOALS ACTIVITIES ■ Highlight the top Soft Skills by top 5 employment ■ A thorough analysis of primary and secondary sectors for the region data to identify the top Soft Skills advertised on ■ Identify transferability of those skills within the top TalentNeuron by employment sector 5 employment sectors ■ Complete 5 infographics, one for each sector, that highlights the soft skills requirements

Lead Staff: Sarah Pelton Current Status: Completed Four County Labour Market Planning Board

2020 Local Labour Market Plan 29 Action Plan 2019-20

EmployerOne 2020 GOALS PROPOSED ACTIVITIES ■ Capture the skills demands of local employers and ■ Deploy the online survey for primary data collection build responses that are directly related to those ■ Refer to the Canadian Census 2016 and other needs secondary data sources to provide regional context ■ Provide the four county area with a report that ■ • Produce a final summary report with infographics clearly articulates the needs of local employers that tell the local story ■ • Create and distribute Local Lens for different counties and sectors

Employee Retention Strategies GOALS PROPOSED ACTIVITIES ■ Highlight successful employee retention strategies ■ Consult employers across the region to identify used by local employers their retention strategies and successes ■ Develop an aggregated report highlighting the strategies used by small and large companies in the region ■ Present a toolkit for using these strategies

High Skilled Profiles GOALS PROPOSED ACTIVITIES ■ Increase awareness of high skilled professions ■ Create career profiles for the top high skilled required by local employer in the region professions in the region ■ Provide an online tool for sharing the information

Growing Your Workforce Conference GOALS PROPOSED ACTIVITIES ■ Host a one-day conference discussion and ■ Coordinate and host an event with 150 attendees exploring the pathways to Growing Your Workforce: ■ Attach dynamic speakers and presentations Local Skills Building, Workforce Attraction and Workforce Retention ■ Conduct breakout sessions to collect information ■ Provide follow-up information collected at the event to attendees Four County Labour Market Planning Board

30 2020 Local Labour Market Plan Long Range Action Items

Through surveys, consultations and data analysis, insights into the challenges and opportunities in the regional labour market were highlighted. The tables below outline recommendations by employers for possible solutions, mostly within the Skilled Trades. These initiatives will serve as a basis of the Planning Board’s ongoing work and development of strategic activities in the coming months.

Involved Recommendations Stakeholders ■ Employers 1. Paying competitive wages and benefit packages Half of employers surveyed indicate that employers need to pay a decent wage and a good benefit package to their employees in order to increase the number of apprentices and journeypersons in high-demand trades. With better compensation, wages and benefits, the attractiveness of occupations in skilled trades will increase, especially towards potential employees. 2. Better working environments with solid training Half of employers surveyed also think flexible working hours and good workplace environments would also work to induce apprentices and journeypersons. With more respectful and inclusive workplaces, apprentices tend to commit more to the training. Also, the employers suggest that local businesses should take OYAP students and register them as apprentices. If employers are willing to take on apprentices and provide the necessary training for that trade, these apprentices will become experienced tradespeople that benefit their businesses in the future. According to Canadian Apprenticeship Forum (2016), “Offering high-quality training and a positive learning environment attracts additional apprentices through word of mouth (p. 20).” 3. More marketing to the younger generation Lastly, marketing is critical in the skilled trades as many students are not interested in trades. The most popular recruitment methods employers use are social media such as Indeed and Facebook and word of mouth to local shop teachers, co-op teachers or families. However, one employer said, “Employers should be out in public such as career fairs or public events to promote their trades.” Therefore, the employers also should consider attending job fairs and talking to students directly about their trades and career paths. In this way, students can get firsthand information from people working in the specific trades. Four County Labour Market Planning Board

2020 Local Labour Market Plan 31 ■ The 1. Offering local training options or more spots in trades schools Government 18 percent of employers think that the government should provide more local apprenticeship training or more variety of trades training. While many communities do not have local schools and public transportation is not available, apprentices need to attend trade schools far away and pay for accommodations. One employer said, “Training needs to happen at the right time of the year. Training needs to happen locally (our apprentices are always having to go to the city, that’s costly and they are away from their families). The wait time for a schooling offer is too long. Schooling should be offered locally.” If local training delivery agencies are approved and available, employers will no longer need to worry about the timing of schools and loss of productivity during school periods. This will save employees much time and money as well. 2. Changing perceptions towards jobs in skilled trades Perceptions and stigmas towards trades are often difficult to change or eliminate. The government plays a significant role in raising awareness of career options and income possibilities in skilled trades. From our Employer Engagement Survey, 18 percent of employers think that the government should promote trades more to the public and provide the right information about trades and apprenticeship. They also suggest that marketing campaigns should reach youth earlier and educate schools better about the value of a career in the trades. 18 out of 25 employers who attended the focus group discussions also think it is important to educate students about skilled trades, especially at high school level. They suggest schools should provide more technical classes, increase exposure of trades, and promote trades as a desirable career option for students. Involved Recommendations Stakeholders ■ The 3. Providing more financial assistance for both employers and employees Government Other than promotion, 17.5 percent of employers surveyed suggest that the (continued) government should provide wage subsidies and tax credits for employers to help them to pay extra training and incentivize apprentices. These financial help can motivate employers to provide good wages and benefits for their employees as sponsoring an apprentice can be costly. 4. Other suggestions from employers 1) Many employers also think the government can release housing or transportation constraints so that people will choose to move to the four county area and stay. Ideally, the government can make the four counties an appealing place to live and work. 2) The employers also mentioned the need of apprenticeship staffs in the four county area. Apprentices need administrative assistance from the government staffs on what needs to be done. This applies to employers as well. While enforcement officers always penalize employers for their mistakes, the employers indicate that they would prefer suggestions and ways to improve so they may avoid making mistakes in the future. 3) It is also notable that the rural setting plays an important role on skilled trades in the four county area. While much of the training is done using the internet, poor cellular and internet service in the county area place tradespeople at a

Four County Labour Market Planning Board disadvantage position in the beginning. Therefore, the government needs to take the rural context into consideration when relevant programming is made to help the in-demand skilled trades in the four county area.

32 2020 Local Labour Market Plan References

Canadian Apprenticeship Forum (2016). Apprenticeship in Canada 2016 Report: Apprenticeship Data, Trends and Observations. http://caf-fca.org/wp-content/uploads/2016/06/Apprenticeshipin-Canada.pdf. Deloitte (2016). The 2016 Deloitte Millennial Strategy: Winning Over the Next Generation of Workers. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/ About-Deloitte/gxmillenial-survey-2016-exec-summary.pdf. The Four County Labour Market Planning Board (2020). In-demand Skilled Trades Final Report. The Four County Labour Market Planning Board (2019). Migration Data Report. The Four County Labour Market Planning Board (2018). Employee Survey.

Appendix A

In-demand Skilled Trades List According to 2011 NHS and 2016 Census: 7271 Carpenters 7313 Heating, refrigeration and air conditioning mechanics 7321 Automotive service technicians, truck and bus mechanics and mechanical repairers 7231 Machinists and machining and tooling inspectors 9461 Process control and machine operators, food and beverage processing

According to Employer Engagement Survey results: Millwrights Licensed technicians, sheet metal, refrigeration Licensed electricians Industrial mechanic Welders Four County Labour Market Planning Board

2020 Local Labour Market Plan 33 Four County Labour Market Planning Board 111 Jackson Street South, Suite 1 Walkerton, ON N0G 2V0 519-881-2725 www.planningboard.ca